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Mainnovation Seminar 2 Juni,Versie 3b
- 2. Het IER werkprocesals motor voor betrouwbare fabrieken Rob de Heus Maintenance Manager DSM Sitech Manufacturing Geleen
- 5. Sitech Manufacturing Services Optimaliseertprocessen van haar klanten in de procesindustrie en verbetert daarmee de plantperformance en business opportunities Neemt haar partners de zorg voor het onderhoud van hun installaties uit handen, bij waarborging van integriteit en beschikbaarheid van de installaties Presteert op basis van partnership met haar klant op gebied van procestechnologie, onderhoud, turnarounds en projecten.
- 6. Inhoud • Reliability, bouwsteenin DSM ‘Focus on Value’ • Reliability, het workproces in 6 stappen • Reliability, resultaten van wereldwijde aanpak
- 7. DSM Vision 2010, focuson value & reliability Operational & Manufacturing Excellence • Uniforme werkprocessen • Global Platforms • Uniforme best practices/tools • Uniforme KPI benchmark structuur
- 8. Vision 2010, Uniformewerkprocessen To Source To Produce To Sell Coordinated MANUFACTURING Order To Cash, Sourcing EXCELLENCE etc. Integrated Operate Maintain Build & Manage & Manufacturing Supply Base Facility Facility Modify Transfer Information Management Facility Technology Systems (IMIS) -Operate Plant - Maintenance - Small Projects - EDM - Suppliers - Define & Apply Management -Improve Plant - Turnaround - Large Capital - MES Technology - Purchase - Asset Utilization - Improve Equipment Projects to Pay Reliability - Equipment - Discipline Teams - Instrumentation - Materials Justification & - Mechanical & Piping Management Minimization - Electrical - Systems Technology Purchasing Work Processes (“Equipment Standardization”) (“Best Practices”)
- 10. Vision 2010, Globalplatforms CO & RC Manufacturing Council FEM US Internal / External Regional China Regional Dyneema SiTech Geleen MaRS Regional Group DEP DNP Resins DNR/DRS/DNR+ DAI/DFS DPP
- 11. Vision 2010, Bestpractices/tools ‘Value adding change’ Mentality Uniforme SAP PM implementatie SAP PM Maintenance Cost Control & definitions VDM Control Panel, balans AU en Kosten
- 12. Vision 2010, KPI’s& benchmark structuur Maintenance costs / RAB (Incl. and Excl. TA) % of PPM plans executed within due date/ total PPM plans Value of MRO inventory/ RAB # of equipment (A+B critical) with PPM plan/ # of equipment (A+B critical) Eén standaard KPI set 13 KPI’s % of SHE & Regulatory PPM plans realized within due date (MAT 21) /total SHE & geselecteerd uit ca. 100 Benchmark Regulatory PPM plans # LOPC’s incl. leaks and spills due to maintenance KPI’s % production losses due to Maintenance/ Maximum Proven Capacit Priority 0,1 maintenance costs/ total maintenance costs % Planned maintenance costs / total maintenance costs Total maintenance cost/ unit production Standaard Maintenance Control Panel voor alle plants Worldwide Plant Sites doen mee in interne/externe benchmarking en VDM analyse via DSM Intranet Website
- 13. Inhoud • Reliability, bouwsteenin DSM ‘Focus on Value’ • Reliability, het workproces in 6 stappen • Reliability, resultaten van wereldwijde aanpak
- 14. Werkproces Improve Equipment Reliability Doelstelling Optimalisatie van de integriteit en integrale kosten van de plants. • Prevent Problems: ontwikkel en optimaliseer het Predictive / Preventive Maintenance Program (PPM) • Solve Problems: monitor en evalueer reliability performance, analyseer de relevante equipment reliability problemen en verbeter het PPM plan Prevent Other work PPM FMEA processes Improve Improve Improve Plant Equipment Plant ME-75 ME-75 Reliability Solve Monitor & evaluate RCA RCA = Root Cause Analysis FMEA = Failure Mode & Effect Analysis
- 15. IER, define optimumPPM program Monitor Criticality Define Optimum Implement Execute reliability Ranking of PPM Program PPM (ME-04 performance Equipment (FMEA) Program Maintenance) and improve PPM plans Analyze and Improve PPM Program
- 16. Step 1: CriticalityRanking Flowchart Criticality Ranking Agree about criticality matrix Define business goals and thresholds 1 Low Potential Consequence Divide plant in sections according to plant break-down 2 Agree about criticality Risk structure Reliability Engineer facilitates, matrix 3 Management Team approves 4 High 5 SHE (e.g. integrity, environment) Costs (e.g. availability, maintenance) 1 2 3 4 5 Determine critical sections Determine critical sections by Probability by using criticality matrix using criticality matrix SHE Category Cost Category Probability Product io n M ainte nance losse s due < 1x per < 1x per < 1x per < 1x pe r < 1x pe r Safet y Healt h Environment co st s to 50 year 5 year year month day (kEUR) mainte nance Define specific tools per Define specific tools per Heavy working conditio ns Emission no t excee ding Permit (A1) 1 ho ur 3 1 2 3 4 5 section section Potential Consequence Em issio n excee ding First Aid permit, inside facility 1 shift 25 2 4 6 8 10 boundary M edical Outside Health Tre atment regulat io ns 1 day 75 3 6 9 12 15 Em issio n excee ding Restricted Wo rk Day case pe rmit, non severe, 3 days 225 4 8 12 16 20 outside facility boundary Work Processes: Improve Equipment Reliability Corporate SHE&M Rank critical and less-critical Work Processes: Improve Equipment Reliability Corporate SHE&M June 2004 -7- Lost Wo rkday Case Em issio n excee ding permit , severe, out side 1 week Manufacturing 10 525 5 15 20 25 facilit y boundary June 2004 sections7 / systems - - Manufacturing Determine critical sections Rank sections by using the criticality matrix. • Do this in multidisciplinary team of experts • If available, use data (e.g: incident lists, lists of cost-drivers and performance killers, etc.) • When you don’t have this data, use the belly feeling of experts. • If necessary the team must decide to a further breakdown in systems for certain (critical) sections Note: Production must take ACN LTO part in the decision of Critical AC1 AC 2 AC H V e r la din g BCH DAB NAC TV I ZA V versus Non Critical! In d a m p in g / R e ac tie R e a c tie B e r e id ing V e r la d in g / B e r eid in g S N s e c tie B e r e id in g V e rla d in g / a a nv o er O ps la g O ps la g v o ed in g e n V e r la d in g / V e r la d in g / V e r lad in g / W in n ing W in nin g O p s la g U tilit ies O p s lag B e re id in g O p s la g K r is t allis a tie Z uiv e r in g Z u iv er in g U tilit ie s U tilitie s Z uiv e r in g U t ilit ie s E in d v e r w e r k . Af g a ss yst e e m A f g as s y s t ee m A f g a s s y s t e em A fg a s s y s te e m V e r la d ing / V e r la d in g / T an k e np a r k T a n ke n p a rk O p s la g O p s la g U t ilitie s U t ilit ie s U t ilitie s U tilitie s HCN d es tilla t ie/ r in g le idin g Work Processes: Improve Equipment Reliability Corporate SHE&M June 2004 -9- Manufacturing
- 17. 1: Criticality Ranking,flowchart Flowchart Criticality Ranking Define business goals and thresholds Divide plant in sections according to plant break-down Agree about criticality structure matrix SHE (e.g. integrity, environment) Costs (e.g. availability, maintenance) Determine critical sections Determine critical sections by by using criticality matrix using criticality matrix Define specific tools per Define specific tools per section section Rank critical and less-critical Work Processes: Improve Equipment Reliability Corporate SHE&M June 2004 sections7 / systems - - Manufacturing
- 18. 1: Criticality Ranking,Matrix (example) Criticality Matrix Compliance Profitibility SHE Category Cost Category Quality Probability Maintenance Production Quality < 1x per < 1x per < 1x per < 1x per < 1x per Safety Health Environment costs (kEUR) losses problems 15 year 5 year year month day Process Nuisance, Near miss > 5 h. extra work 1 1 hour deviation without 1 2 3 4 5 quality loss Potential Consequence Process Health Light local emission to be First Aid complaints cleaned up immediately 5 1 shift deviation with 2 4 6 8 10 quality loss Customer Exceeding complaint MT & RW occupational Exceeding permit limits 5-10 1 day without any 3 6 9 12 15 health limits financial consequence Customer Lost Work Day Serious emission leading complaint with case Illness to damage on the site 10-50 3 days financial 4 8 12 16 20 consequence Serious Occupational Serious emission leading Invalidity illness to damage of the site >50 1 month complaint with 5 10 15 20 25 business loss 1-2 = Non Critical C 3-4 = Less Critical 5-6 = Moderate critical B 7 - 10 = Critical 11 - 16 = More critical A 20 - 25 = High critical
- 19. 1: Determine CriticalSections Determine critical sections Rank sections by using the criticality matrix. • Do this in multidisciplinary team of experts • If available, use data (e.g: incident lists, lists of cost-drivers and performance killers, etc.) • When you don’t have this data, use the belly feeling of experts. • If necessary the team must decide to a further breakdown in systems for certain (critical) sections AC N LTO AC1 AC2 AC H V e rla d in g BC H DAB NAC TVI ZA V I n d a m p in g / V e rla d in g / V e rla d in g / R e a c t ie R e a c t ie B e re id in g B e re id in g S N s e c t ie B e r e id in g aa nv oe r O p s la g O p s la g v o e d in g e n V e r la d in g / V e rla d in g / V e rla d in g / W in n in g W in n in g U t ilit ie s B e re id in g K r is t a llis a tie O p s la g O p s la g O p s la g Z u iv e rin g Z u iv e rin g U t ilit ie s U t ilit ie s Z u iv e rin g U t ilit ie s E in d v e rw e r k . A fg a s s ys te e m A fg a s sy s te e m A f g a s s y s te e m A fg a s s y s t e e m V e rla d in g / V e rla d in g / T a nk en p ark T an k en pa rk O p s la g O p s la g U t ilit ie s U t ilit ie s U t ilit ie s U t ilitie s H CN d e s t illa t ie / rin g le id in g Work Processes: Improve Equipment Reliability Corporate SHE&M June 2004 -9- Manufacturing
- 20. Step 2: Defineoptimum PPM Non Critical Equipment Equipment dat na ranking is ingedeeld in Low Risk Alleen basis onderhoud uitvoeren, verder breakdown strategie. Medium Critical Equipment Equipment dat beoordeeld wordt als Critical Behalve basisonderhoud worden nu ook preventieve en predictieve strategieën toegepast. Zorg dat een probleem tijdig ontdekt wordt en plan tijdig reparaties in om vervolgschade te minimaliseren. High Critical Equipment Stel via Failure Mode & Effect Analysis vast welke faalmechanismen het risico bepalen, maar gebruik ervaring en gezond verstand om Criticality toe te kennen. Zet reëel beschikbare alternatieven, als aanpassing operating of maintenance procedures, preventief maintenance, predictief maintenance, breakdown of redesign naast elkaar. Selecteer het meest geschikte alternatief, rekening houdend met kosten. Check nogmaals of de optimale oplossing t.a.v. integriteit en integrale kosten gekozen is.
- 21. Step 3: ImplementatiePPM plan • Neem alle noodzakelijke activiteiten voor de uitvoering op in het nieuwe PPM plan • Zorg voor goede afstemming met Operations / Gatekeeper • Zorg dat nieuwe/gewijzigde PPM taken, frequentie en startdata juist in SAP opgenomen zijn. Aandachtspunten om PPM plannen kosteneffectief te maken: – Spare Parts beschikbaar op de juiste plaats en leverancier/magazijn ? – Plannen zijn goed voorbereid en logisch geplanned ? – PPM plannen zijn effectief en uitvoerbaar geclusterd ? – Uitvoerende expertise is beschikbaar en gedefinieerd ? – Idem voor productie personeel ? – Is overwogen of TPM / FIY mogelijk is ? Stap 4: Uitvoering van het PPM plan middels SAP maakt deel uit van het werkproces Maintenance en wordt hier niet behandeld.
- 22. Step 5: Evalueerde effectiviteit van PPM plannen (KT) Beoordeel regelmatig, in korte termijn cyclus, of het IER plan nog aan de maat is: • Door input uit L(eer) & V(erbeter) Team – Terugkoppeling uit de uitvoering in SAP en mondeling – Technische bevindingen uit preventieve inspecties – Incidenten, LOPC’s via RCA’s – Onbekende faalmechanismen • Door analyse van Reliability Engineers en andere Specialisten – Performance killers&Cost drivers – Nieuwe faalmechanismen uit bv. PID (Plant Integrity Database)
- 23. Step 6: Analyseer& verbeter het totale PPM programma (LT) • Review het IER proces en effectiviteit iedere 5 jaar (Corporate Requirement) • Check of het totale programma in lijn ligt met de Manufacturing plannen van de plants en beoordeel of het nog steeds de juiste waarde toevoegt aan de business. • Stel zonodig de Criticality Ranking criteria bij aan de actuele manufacturing doelstellingen en review zonodig de ranking. • Loop alle PPM plannen na op effectiviteit, andere alternatieven kunnen inmiddels effectiever zijn. • Voldoen/voldeden de PPM plannen eigenlijk wel aan de doelstelling ? • Worden nog steeds de juiste performance KPI’s gebruikt ? • Verwerk alle wijzigingen en updates in SAP en verder.
- 24. Inhoud • Reliability, bouwsteenin DSM ‘Focus on Value’ • Reliability, het workproces in 6 stappen • Reliability, resultaten van wereldwijde aanpak
- 25. Standard KPI setDSM Maintenance DSM requirements – Maintenance costs / RAB (Incl. and Excl. TA) – % of PPM plans executed within due date/ total PPM plans – Value of MRO inventory/ RAB – # of equipment (A+B critical) with PPM plan/ # of equipment (A+B critical) – % of SHE & Regulatory PPM plans realized within due date (MAT 21) /total SHE & Regulatory PPM plans – # LOPC’s incl. leaks and spills due to maintenance – % production losses due to Maintenance/ Maximum Proven Capacity MaRS group extra’s – Priority 0,1 maintenance costs/ total maintenance costs – % Planned maintenance costs / total maintenance costs – Total maintenance cost/ unit production
- 26. Maintenance costs /RAB incl TA 2009A 2009A
- 27. Resultaten DSM 2008/2009 Production loss due to maintenance 2009 2008 SHE & Regulatory PPM on time/total PPM 2009 2008 W 2008 B 2008 2009 2009 Average: 92.9 96.2 2008 2008 B 2009 Average: 3.44 3,79 W 2009 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 0% 20% 40% 60% 80% 100% 120% Total Maint costs/RAB 2009 2008 Tgv crisis zijn kosten gedaald en 2008 derving gestegen, maar: W 2009 = bewust tbv benutting lage marges voor maintenance werk 2008 + Compliance en integriteit zijn verder B 2009 Average: 2.1 1,76 verbeterd !!! 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% B = Best performer W = Worst performer
- 28. Resultaten DSM 2008/2009 PPM on time/total PPM 2009 2008 A + B critical with PPM plan/total A + B critical 2009 2008 2008 2008 B 2009 B 2009 Average: 77.7 84.4 Average: 81.2 91.0 2008 W 2009 W 2009 2008 0% 20% 40% 60% 80% 100% 120% 0% 20% 40% 60% 80% 100% 120% MRO value/RAB 2009 2008 Crisis leidt bij Best performers niet tot 2008 W 2009 terugval in Compliance IER, worst performers hebben het moeilijk. Het gemiddelde blijft stevig de goede B 2009 2008 Average: 1.03 0,87 kant op gaan !! 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% B = Best performer W = Worst performer
- 29. Sitech Plants inGeleen in 2009 KPI Maintenance TARGET BU 2009 2009 plant 1 Geleen 2009 plant 2 Geleen Maintenance gerelateerde LOPC’s 30 4 1 Compliance SHE/Wettelijk 100 % 98 % 98 % Technische beschikbaarheid 92,7 % 96,3 % 98,8 % Realisatie op target < 100% 121 % 102 % crisis budget Maintenancekosten / RAB (excl. TA) 1,5 % 1,2 % 1,2 % MRO spare parts 1% 0,6 % 0,9 % Aandeel Urgenties(€’s) 20 % 16 % 8% Aandeel PPM (€’s) 35 % 36 % 48 % Ontwikkelde PPM’s voor M&H Critical 100 % 95 % 95 % Equipment Compliance PPM 90 % 97 % 91 %
- 30. DE KRACHT VANBETROUWBAARHEID ! “When Reliability increases, incidents decrease and maintenance costs go down” Dit was onze overtuiging bij de start van Manufex, het is een proces geweest van vallen en opstaan, maar heeft zich ruim bewezen.